StrategicHumanResourceManagement.docx

StrategicHumanResourceManagement.docx

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StrategicHumanResourceManagement

Introduction

Strategichumanresourcemanagementisaseriesofplannedandthestrategicsignificancethehumanresourcesarrangementandmanagementbehavior.（Wright&Mcmanhan,1992）

Thisreportinvolvesfourmainaspects:

first,explainingtheresourcebaseviewmodelofstrategichumanresourcemanagementandanalyzingitsusefulness;second,explaintheactivitiesinvolvedinHRplanning;third,assessingthepracticesavailabletoUKemployerstoimproveemployeeengagement;forth,evaluatingthepracticesofemployeeinvolvementandparticipationthatUKemployershaveadopted.

Strategichumanresourcemanagementmodel

Threetheoreticalmodelstostrategichumanresourcemanagementareincluded.First,‘bestpractice’modelindicatesthatmanagehumanresourcestoimprovebusinessperformanceandalignemploymentpoliciesandbusinessstrategypracticetoachievecompany’sgoals.Second,‘fitorcontingency’modeldefinesthatdifferentbusinessstrategiesneeddifferentHRstrategies.Third,‘resourcebaseview’statesthatsubstantialcompetitiveabilitycanbetoachievegoalsbyusingcoreresourceandcompetenceoffirm.Thefollowingwillfocuson‘resourcebaseview’model.

Theresourcebaseview（RBV）indicatesthatthecoreresourceandcompetenceofthefirmcanhavesubstantialcompetitiveabilityandenduringadvantagestosucceedinthemarket（Hamel&Prahalad,1994）.Iftheorganizationhasavaluable,inimitable,non-substitutableandrarityresourcesandcompetences,theorganizationwillbeabletobuildthecorecompetitivenesstoachieveoptimaloperationalperformance,andgainapersistentcompetitiveadvantage（Torrington,Hall,Taylor&Atkinson,2008）.Actually,theenterpriseiscollectionofvariousresources.Duetoavarietyofreasons,theenterprisehasthesameheterogeneityresourcesthatdeterminethedifferencesinthecompetitivenessofenterprises.RBVcanmakefirmsdifferentfromoneanotherandinturnallowafirmtodeliverproductsandservicesinthemarket（Hamel&Prahalad,1994）.Ontheotherhand,thedevelopmentofhumancapitalcanpromotesustainedcompetitiveadvantage（Hamel&Prahalad,1994）.Humanresourcecanprovidecompetitiveadvantageforthebusiness,aslongastheyareuniqueandcompetingorganizationcannotcopyorsubstituteforthem.

Knowledgeresourcesbecomethemainsourceofcompetitiveadvantage（Barney.1991）.Itenablesenterprisestobeabletolearnfasterthanyourcompetitorsanddevelopmentcapacity.Developmentofknowledgemakesothercompaniesisdifficulttoimitateresources.Grant（1996）pointedoutthatknowledgeistheenterprisehasthemostcriticalcompetitiveasset.Inthisview,thebusinessorganizationandthemarketadvantageisitsabilitytohavemoretocreateandmaintainknowledge.Leonard-Barton,（1992a）,theenterprise'sknowledgeresourcesarehumancapital,organizationalcapitalandphysicalcapitalareinterdependentwhipinteractionsystem,whichistheabilitytogeneraterainstaffskills,managementsystemsandmanagementprocessesofknowledge-based,complexlinkagesoforganizationalvaluesandnormsaswellasphysicalcapitalandmaterialsystems.Majorroleinstrategichumanresourcemanagementenoughtoenhancetheenterprises,includinghumancapital,intellectualcapital,intellectualcapitalaccumulationandtheformationofabasictaskisthestrategichumanresourcesmanagement,integrationandreconstructionofenterprisesintellectualcapitaland,ultimately,enterprisesasustainablecompetitiveadvantage.

AmitandSchoe-maker（1993）,theorganizationalcapacityoforganizationstoconfiguretheirresourcesskills,tocombineresourcesthroughorganizationalprocedures,whichthesecapabilitiesarethebackboneofinformationandformationoftheinvisiblecomplexinteraction,inordertoachievetheorganizationisexpectedtogoals.Theabilitytoparticipateintheorganizationprocessistheprocesswiththeemployeesjoiningandleavingconstantlysustained,andultimatelytheenterpriseacompetitiveadvantage（Barney,2001）.Infact,theabilityofenterprisesandconstitutetheabilityofemployees'skillsareinseparable,wemustdeterminethepersonnelinvolvedintheprocessofthisorganization,inordertogainadeepercomprehensionoftheseofficersmusthavetheappropriateindividualsandgroupsskills,andtheir（individualandgroups）behaviormustbeconducivetotheimplementationofthisprocess.Dynamicabilitytoproducenotonlyrequirescompaniestohaveastrongresourcebase,andrequirescompaniestobeabletoconfiguretheexistingresources,tocreatenewresourcesandnewknowledge.Thefundamentalroleofhumanresourcemanagementsystemisthehumanresourcesandknowledgeresourcesembeddedinoneoftheconfiguration,thissenseandhumanresourcesmanagementsystemfullyreflectstheabilityoftheenterpriseorganization.

Theresource-basedtheorythatthecombinationsofeachorganizationareuniqueresourcesandcapabilities,combinedwiththebodyhasbecomeabusinesscompetitivestrategyisbasedon.Themaincontentofthecorporatestrategicmanagementishowtomaximizethenurtureanddevelopauniquebusinessstrategyresourcesanduniqueabilitytooptimizetheconfigurationofthisstrategicresource,namely,corecompetencies（Barney,2001）.Theformationofcorecompetenceaccumulationstrategyrequirescompaniestocontinuetodevelopavarietyofresourcesrequired,enterprisesneedtoconstantlylearningbeyondandinnovation,HumanResourceManagementSystemplaysaveryimportantrole.

Humanresourceplanning

Accordingtoitsinternalandexternalchangesintheenvironment,Enterprisespredictthefuturedevelopmentofhumanresourcesneedsstartingfromstrategicplanninganddevelopmentgoals,predictthefuturedevelopmentofhumanresourcesneeds,andtoprovidehumanresourcesactivitiesintheprocess.Ontheonehand,itanalyzesthecurrentmanpowersituationtounderstandthedynamicsofpersonnelandpredictsthefuturemanpowerneeds.Ontheotherhand,itpromotestherationaluseofhumanresourcesandhumanresourceplanningtoimprovetheimbalanceofmanpowerallocation,inordertoseektherationalizationofhumanresourcesandmeetthedevelopmentneedsoftheorganization.

ANALYSINGTHEENVIRONMENT

Humanresourcesplantofullyconsidertheinternalandexternalchangesintheenvironmenttoadapttotheneeds,reallydotargetservicesforenterprisedevelopment.Internalchangereferstochangesinthesales,developmentchanges,orchangesintheenterprisedevelopmentstrategies,aswellasemployeesoftheflowchange;externalchangereferstochangesinthesocietyoftheconsumermarket,thegovernmenthumanresourcepolicychanges,personnelchangesinthemarketandsoon.Inordertobetteradapttothesechangesinthehumanresourcesplanshouldbepossiblescenariostomakechangesintheforecastingandrisk,itisbesttohavethefaceofriskcopingstrategies.

First，itisinvestigatingthebusinessandhumanresources-relatedinformation,suchas:

settingthestatusofthecorporateorganizationalstructure,thepositionssetandnecessity,thecompany'sexistingstaff,workquotasandlaborload,thecompany'sfuturedevelopmentgoalsandtasksplan,factorsofproductionmaybechanges.Second,itneedstopayspecialattentiontotheanalysisofsurveyofhumanresourceswithintheorganization.Thissectionusuallyincludes:

thebasicconditionsoftheexistingstaff,theknowledgeandexperienceofthestaff,theabilityandpotentialofemployeesfordevelopment,generalinterestandhobbiesofemployees,personalgoalsanddevelopmentneedsofemployees,employeeperformanceandresults,recentyearstheflowofhumanresources,corporatehumanresourcestructureandtheexistinghumanresourcespolicies.Inaddition,forthebusinessexternalhumanresourcessurvey,suchastheresultsofthelabormarket,themarketsupplyandthestatusquo,educationandtrainingpolicyandeducation,labor,choosingpsychologyoftheexternallabormarketfactorsandinfluencingfactorsarerequiredforin-depthinvestigationsandstudies.ThisinformationareHRplanningofhumanresourcesbase.（Torrington,Hall,Taylor&Atkinson,2011）.

FORECASTINGFUTUREHUMANRESOURCENEEDS

Humanresourceplanningisnotonlyabusiness-orientedprogram,butalsoisaplanforemployees.Businessdevelopmentandstaffdevelopmentrelyoneachothertomutuallyreinforcerelationship.Onlyconsiderthedevelopmentofenterpriseswhileignoringthedevelopmentofstaffwillbedetrimentaltotheachievementofthegoalsofenterprisedevelopment.Excellenceinhumanresourceplanningmustbetoenableemployeestoachievelong-terminterestsoftheplan,mustbeabletomakethecommondevelopmentofenterprisesandemployeesplan.Thusitisnecessarytoforecastingfuturehumanresourceneeds.Therearecontainingobjectivemethodandsubjectivemethod.

Objectivemethod

Objectivemethodconsistsofstatisticalandwork-studyapproaches.Statisticalmodelrelateemployeenumberdemandtoorganizationalcircumstancesandactivities（Torrington,Hall,Taylor&Atkinson,2011）.Throughassuming,thefuturedemandwillbecalculated.Iftheenvironmentisnotstable,thismethodisnotreliable.Thework-studymethodisbasedonathoroughanalysisofthetaskstobedone,andthetimeeachtakes（Torrington,Hall,Taylor&Atkinson,2011）.Theemployeesdemandperunitofoutputcanbecalculated,thusthenumbersofemployeesdemandwilldevelopfollowingstandard.

Subjectivemethod

Torringtonetal（2011）indicatesthatthemostcommonsubjectivemethodofdemandforecastingismanagerialjudgment,judgmentsofotheroperationalandtechnicalsta